TDA-01: Technology Development & Acquisition

There is no evidence of a capability to facilitate the implementation of tailored development and acquisition strategies, contract tools and procurement methods to meet unique business needs.

Technology Development & Acquisition (TDA) efforts are ad hoc and inconsistent. CMM Level 1 control maturity would reasonably expect all, or at least most, the following criteria to exist:

• IT personnel use an informal process to govern technology development and acquisition.
• Secure development practices loosely conform to industry-recognized standards for secure engineering (e.g., OWASP, NIST SP 800-218, NIST SP 800-160, etc.).
• IT personnel work with data/process owners to help ensure secure practices are implemented throughout the System Development Lifecycle (SDLC) for all high-value projects.
• Project management is decentralized and generally lacks formal project management managers or broader oversight.

Technology Development & Acquisition (TDA) efforts are requirements-driven and governed at a local/regional level, but are not consistent across the organization. CMM Level 2 control maturity would reasonably expect all, or at least most, the following criteria to exist:

• Development and acquisition management is decentralized (e.g., a localized/regionalized function) and uses non-standardized methods to implement secure, resilient and compliant practices.
• IT/cybersecurity personnel identify cybersecurity and data protection controls to address applicable statutory, regulatory and contractual requirements for technology development and acquisition management.
• IT/cybersecurity personnel implement secure practices to protect the confidentiality, integrity, availability and safety of the organization's technology assets, data and network(s).
• Secure development practices mostly conform to industry-recognized standards for secure engineering (e.g., OWASP, NIST SP 800-218, NIST SP 800-160, etc.).
• Procurement practices require third-party developers of systems, system components or services to follow secure engineering practices.
• A Project Management office (PMO), or project management function, enables the implementation of cybersecurity and data privacy-related resource planning controls across the System Development Lifecycle (SDLC) for all high-value projects.

Technology Development & Acquisition (TDA) efforts are standardized across the organization and centrally managed, where technically feasible, to ensure consistency. CMM Level 3 control maturity would reasonably expect all, or at least most, the following criteria to exist: o Provides governance oversight for the implementation of applicable statutory, regulatory and contractual cybersecurity and data protection controls to protect the confidentiality, integrity, availability and safety of the organization's applications, systems, services and data for technology development and acquisition. o Ensures the Information Assurance Program (IAP) evaluates applicable cybersecurity and data protection controls as part of “business as usual” pre-production testing. o Operates the Cybersecurity Supply Chain Risk Management (C-SCRM) program to identify and mitigate supply chain-related risks and threats.

• The Chief Information Security Officer (CISO), or similar function with technical competence to address cybersecurity concerns, analyzes the organization's business strategy to determine prioritized and authoritative guidance for technology development and acquisition practices.
• The CISO, or similar function, develops a security-focused Concept of Operations (CONOPS) that documents management, operational and technical measures to apply defense-in-depth techniques across the enterprise for technology development and acquisition.
• A steering committee is formally established to provide executive oversight of the cybersecurity and data privacy program, including technology development and acquisition.
• A Validated Architecture Design Review (VADR) evaluates design criteria for secure practices and conformance with requirements for applicable statutory, regulatory and contractual controls to determine if the system/application/service is designed, built and operated in a secure and resilient manner.
• Secure development practices conform to industry-recognized standards for secure engineering (e.g., OWASP, NIST SP 800-218, NIST SP 800-160, etc.).
• A procurement team, or similar function, ensures that third party development and/ or acquisitions meet, or exceed, the organization's business, cybersecurity and data privacy requirements to have secure and resilient systems, applications, services and processes.
• A Software Assurance Maturity Model (SAMM) governs a secure development lifecycle for the development of systems, applications and services.
• Administrative processes exist and technologies are configured to implement secure configuration settings by default to reduce the likelihood of software being deployed with weak security settings, putting the asset at a greater risk of compromise.
• An IT Asset Management (ITAM) function, or similar function, categorizes devices according to the data the asset stores, transmits and/ or processes and applies the appropriate technology controls to protect the asset and data.
• A formal Change Management (CM) program help to ensure that no unauthorized changes are made, all changes are documented, services are not disrupted and resources are used efficiently.
• A Governance, Risk & Compliance (GRC) function, or similar function;
• A Project Management Office (PMO), or project management function, enables IAP pre-production testing of cybersecurity and data protection controls as part of the organization's established project management processes.

See C|P-CMM3. There are no defined C|P-CMM4 criteria, since it is reasonable to assume a quantitatively-controlled process is not necessary to facilitate the implementation of tailored development and acquisition strategies, contract tools and procurement methods to meet unique business needs.

See C|P-CMM4. There are no defined C|P-CMM5 criteria, since it is reasonable to assume a continuously-improving process is not necessary to facilitate the implementation of tailored development and acquisition strategies, contract tools and procurement methods to meet unique business needs.